BSBHRM506

Manage recruitment
selection and induction
processes

Week 4
 Lesson Plan
➢ 7 weeks unit

➢ Submission Date: 13th (Monday) & 14th

(Tuesday) January 2020
Activity 1A
 Competency Profiling
➢ Competency profiling is the process of identifying, defining
and assessing those competencies believed to lead to higher
employee performance in a particular job within the context
of your business.
➢ When you identify and define these competencies you are
making a hypothesis that these competencies have the power
to predict good performers in your business.
➢ You are saying if I have people who possess these
competencies, they should be able to deliver the required
business results. Until this hypothesis has been validated with
hard facts derived through scientific analysis, it remains a
hypothesis.
 For Example
➢ The first approach would be to make assumptions in the context of your
own business. As an example, you may say from our experience people
with good business acumen, communication, integrity, teamwork skills
etc. have tended to perform better in this business.
➢ This can be achieved by putting together your executive team in focus
group format and discuss what competencies should drive the business
strategy both in the short term and long term. The second approach is to
dig scientific evidence to see which competencies or attributes drive
individual performance. There is plenty of evidence to use in this regard.
➢ The third approach is to study the attributes that your best performers
possess. Alternatively, you study for example the characteristics of some
of the best-known CEOs and see what attributes they possess. From that
you can come up with a list of competencies to use.
➢ The fourth approach is to study those people who have consistently failed
in your organization and identify what attributes they possess.
Activity 2B
Recruit and select staff

2.2 Ensure current

position descriptors and
person specifications for
vacancies are used by
managers and others
involved in recruitment,
selection and induction
processes
 Position descriptors
Job descriptors are used to ensure that everyone is
clear and consistent on the job details. You will need to
distribute the lists and specifications to all people
involved in the recruitment process and ensure that
they are used.
Relevant people may include:
➢ Managers
➢ HR personnel
➢ Recruitment agencies.
 Position descriptors
If job descriptors are updated during the recruitment
process, you should ensure that everyone receives the
new version and uses it.
Job descriptors may include:
➢ Duties
➢ Salary
➢ Hours
➢ Department/management system
➢ Terms and conditions of employment.
Activity 2C
Recruit and select staff

2.3 Provide access to

training and other forms
of support to all persons
involved in recruitment
and selection process
 Access to training
Training is an important part of helping employees to
improve their skills for the induction process.
Training may include:
➢ Demonstrations
➢ Seminars
➢ Training courses
➢ Team briefs.
 Access to training
You should ensure that all team members have access
to this as they require it. You may need to discuss with
them what their needs are in order to accurately meet
them.
Training could either be voluntary (e.g. “I think I need
more help with this – could I have a training session on
it?”) or mandatory (everyone has to complete it.)
Activity 2D
Recruit and select staff

2.4 Ensure advertising

of vacant positions
complies with
organisational policy
and legal requirements
 Advertising policies
Advertising may be conducted through:
➢ Internal channels
➢ Internet
➢ Newspapers
➢ Radio
➢ Recruitment agencies or specialists
➢ Television.
 Advertising policies
Your organisational policies may include:
➢ Budget: You should know how much money is
available to advertise for a job
➢ Formats: How job vacancies should be advertised,
and whether it is done internally, externally or both
➢ Presentation: The organisation may require certain
colours or logos to be used in adverts.
 Advertising policies
The job advert must not specify sex, race, age, religion
or any other factor except where it is absolutely
necessary, such as female cleaners for women’s toilets.
This legislation can be found in the Sex Discrimination
Act 1984; there are penalties of up to $5000 for
organisations which breach this.
Activity 2E
Recruit and select staff

2.5 Utilise specialists

where necessary
 Utilising specialists
There are a variety of specialists which may be able to
assist in the recruitment process.
Specialists may include:
➢ Recruitment agencies
➢ Remuneration specialists
➢ Staff who run security checks
➢ Vocational psychologists.
 Recruitment agencies
Recruitment agencies are often used when:
➢ You need a vacancy filled quickly
➢ You are recruiting for a new role
➢ You are recruiting for a new location
where you don’t have contacts or
knowledge
➢ You want to reach a lot of candidates
quickly
➢ You can’t devote resources to job
searching.
 Security checks
Security checks that specialists may include:
➢ Whether the person is legally allowed to work in the
country
➢ Criminal record checks for certain jobs
➢ Health checks
➢ Checking references for character
➢ Driving history
➢ Financial history.
Activity 2F
Recruit and select staff

2.6 Ensure selection

procedures are in
accordance with
organisational policy
and legal requirements
 Making selections
Selection procedures may include:
➢ Aptitude test or IQ tests
➢ Behaviour in leaderless groups
➢ Demonstration of techniques or technical skills
➢ Interviews
➢ Peer assessments
➢ Personality testing
➢ Referee reports
➢ Work samples.
 Making selections
All selections should comply with human rights
legislation, including:
➢ The Age Discrimination Act (2004)
➢ The Sex Discrimination Act (1984)
➢ The Disability Discrimination Act (1992)
➢ The Australian Human Rights Commission Act (1986).
Activity 2G
Recruit and select staff

2.7 Ensure processes for

advising applicants of
selection outcome are
followed
 Outcome of selection
Outcomes of the selection process may include:
➢ Unconditional offer
➢ Conditional offer
➢ Rejection
➢ Suggesting another job.
You will need to ensure that these processes are
followed closely. Candidates will be nervously waiting
for a response to their application.
 Outcome of selection
Candidate Response Method of contact Completed
John Unconditional job Phone Completed on 2nd
offer November
Helen Rejection, Phone Could not reach
suggesting another person, will try
job again on 4th
November
Simon Rejection Letter Completed on 2nd
November
Claire Rejection Letter Don’t have home
address, will phone
on 4th November if
unable to find it
 Thank you!!!
➢ Any questions?